ERP Stories from Both Sides of the Table

ERP — Three Simple Letters, One Massive Transformation

For over 20 years, our team has served as independent ERP consultants representing both enterprise clients and system integrators across a wide range of platforms, including Microsoft Dynamics AX and D365 Finance & Operations, Oracle E-Business Suite and Oracle Fusion Cloud, Infor M3 (v13.4 and CloudSuite v16), SAP ECC 6.0 and SAP S/4HANA RISE, NetSuite, IFS Cloud, and Epicor.

Across these engagements, we have observed a consistent pattern. Many ERP programs begin with strong momentum—well-run kickoffs, thoroughly documented requirements, carefully configured systems, successful conference room pilots, and formal business sign-offs. On the surface, everything appears on track.

However, following cutover and go-live, organizations often discover a different reality. Critical modules are underutilized or inconsistently deployed. In some cases, clients have paid for full software subscriptions, yet only a portion of the licensed functionality is implemented. Change orders begin to accumulate. Scope is fragmented into multi-phase extensions. Responsibility is shifted back to the business under the premise of “process complexity” or “organizational readiness.”

In practice, the clock starts ticking the moment the MSA and SOW are executed. From that day forward, every decision has a measurable impact on the first year—and often the long-term success—of the program.

We’ve Been There

 At BoxMeRP, we are not consultants in name only. We are practitioners.

• We understand what it means to be accountable for payroll, operations, customers, and family responsibilities—while simultaneously leading an ERP transformation that cannot afford to disrupt the business.
• We are Born to Work—just like the organizations we support.
• We are transparent about what it truly takes to succeed, starting with Step 0: the most critical phase of an ERP initiative. This is where most programs either establish a foundation for success—or quietly accumulate risk before execution even begins.

Over 70% of ERP initiatives miss their targets and about 25% fail outright due to poor planning, weak change management, scope creep, and inadequate training (Gartner).

  Since MSAs and SOWs are signed, early promises often fade as timelines slip, milestones blur, accountability diffuses, and expectations clash with operational reality.  

Day 1 – The Stabilization Dip
Initial excitement fades. Teams begin to feel the weight of the initiative. It becomes clear this is not simply an IT project.

Night 1 – Reality Sets In
The first night brings reflection. Optimism and uncertainty coexist. You begin to wonder whether this decision will define your leadership legacy.

Day 2 – Productivity Friction
Legacy habits collide with new systems. Early inefficiencies surface in daily operations.

Week 1 – Information Saturation
Kickoff meetings, process mapping, RACI models, stakeholder reviews, and approvals arrive all at once. The pace feels relentless.

Month 1 – Scope Ambiguity
Requirement discussions intensify. Stakeholders want comprehensive solutions, yet alignment on what constitutes “Phase 1” remains elusive.

Month 3 – Operational Fatigue
Teams uncover outdated SOPs, undocumented workflows, and heavily customized spreadsheets that have quietly supported the business for years.

Month 6 – The Inflection Point
Difficult questions emerge:
Do we pause?
Do we reset?
Do we change methodology?
Should we take control and do ERP differently?

Month 9 – The ERP Reality
CRP cycles, SIT, UAT, regression testing—repeat. Acronyms multiply, and complexity becomes tangible. “ERP is hard” becomes a daily refrain.

Month 12 – Go-Live Uncertainty
Cutover or phased deployment? Confidence is mixed with apprehension. Sleep becomes scarce. The central question remains:
What if this doesn’t work?